Strategic Goal 3
Create a human-centered customer experience by putting the needs of OPM’s customers at the center of OPM’s workforce services, policy, and oversight, increasing OPM’s customer satisfaction index score for targeted services to 4.3 out of 5
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Trust Fund Annual | $5,627,933 | 26.9 |
| Office of the Chief Information Officer | Revolving Fund | $290,806 | 2.0 |
| Office of the Chief Information Officer | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $224,437 | 1.1 |
| HR Solutions | Revolving Fund | $134,556 | 0.5 |
| Merit System Accountability & Compliance | Salaries & Expenses | $205,000 | 0.0 |
| Retirement Services | Trust Fund Annual | $86,024,967 | 579.7 |
| Retirement Services | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $67,865,557 | 446.4 |
| Retirement Services | FERCCA (P.L. 106-265) - Retirement | $1,182,615 | 7.0 |
| Strategic Objective 3.1 Total | $161,555,871 | 1,063.6 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $9,845,846 | 0.0 |
| Office of the Chief Information Officer | Trust Fund Annual | $71,750 | 0.0 |
| Office of the Chief Information Officer | Common Services | $468,621 | 0.0 |
| Workforce Policy and Innovation | Salaries & Expenses | $138,041 | 0.5 |
| HR Solutions | Revolving Fund | $21,953,329 | 27.0 |
| Merit System Accountability & Compliance | Salaries & Expenses | $94,432 | 0.6 |
| Strategic Objective 3.2 Total | $32,572,019 | 28.1 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Workforce Policy and Innovation | Salaries & Expenses | $357,757 | 1.5 |
| HR Solutions | Revolving Fund | $222,028 | 0.6 |
| Merit System Accountability & Compliance | Salaries & Expenses | $5,358,914 | 32.6 |
| Merit System Accountability & Compliance | Trust Fund Annual | $28,026 | 0.2 |
| Merit System Accountability & Compliance | Advances & Reimbursements No Year | $59,973 | 0.4 |
| Human Capital Data Management and Modernization | Revolving Fund | $73,630 | 0.3 |
| Strategic Objective 3.3 Total | $6,100,328 | 35.6 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| HR Solutions | Revolving Fund | $132,937 | 0.7 |
| Office of Communications | Salaries & Expenses | $38,462 | 0.2 |
| Strategic Objective 3.4 Total | $171,399 | 0.8 | |
| Organization | Dollars | FTE |
|---|---|---|
| OPM Total | $200,399,617 | 1,128.1 |
Enhance the Retirement Services customer experience by providing timely, accurate, and responsive service that addresses the diverse needs of OPM’s customers. By FY 2026, improve the customer satisfaction score to 4.2 out of 5.
Strategic Objective Owner: Nick Ashenden, Deputy Associate Director, RS
Deputy Strategic Objective Owner: Lori Amos, Deputy Associate Director, RS; MC Price, Associate Chief Information Officer, OCIO
Strategies
- Improve customer service delivery of Retirement Services personnel through training and continuous development
- Develop and upgrade user interfaces, modernize system components, and enhance data integration of Retirement Services systems to improve customer service
- Increase Agency Benefits Officers’ knowledge through training and collaboration for a seamless transition from their agency to OPM
- Strengthen customer engagement with annuitants to enhance the customer experience
FY 2024 and FY 2025 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Complete a curriculum for advanced Retirement Services courses for Retirement Services personnel | RS | FY 2024 |
| Implement digital file system minimally viable product | OCIO, RS | FY 2024 |
| Implement plan to engage agency benefits officers to improve the communication of the retirement application process and identify training needs | RS, HRS | FY 2024 |
| Implement digital annuity booklet | RS, OCIO | FY 2025 |
| Deliver minimum routine operations and maintenance for Online Retirement Application | RS | FY 2025 |
| Deliver minimum routine operations and maintenance for the Digital File System initiative | RS | FY 2025 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Result | FY 2024 Target | FY 2025 Target |
|---|---|---|---|---|---|---|---|
| Average number of minutes to answer phone calls (Cumulative) | _* | _* | _* | 31.02 | 45.80 | 15.00 | 15.00 |
| Average number of days to process retirement cases | 55.70 | 68.50 | 78.96 | 88.41 | 77.38 | 60.00 | 60.00 |
| Average satisfaction score for services received from Retirement Services | 4.10^ | 4.12† | 3.92 | 3.74 | 3.45 | 4.10 | 4.15 |
Performance Budget Request by Objective, Organization and Fund – All Resources
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Trust Fund Annual | $5,627,933 | 26.9 |
| Office of the Chief Information Officer | Revolving Fund | $290,806 | 2.0 |
| Office of the Chief Information Officer | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $224,437 | 1.1 |
| HR Solutions | Revolving Fund | $134,556 | 0.5 |
| Merit System Accountability & Compliance | Salaries & Expenses | $205,000 | 0.0 |
| Retirement Services | Trust Fund Annual | $86,024,967 | 579.7 |
| Retirement Services | 5 U.S.C. § 8348 (a)(1)(B) - Retirement | $67,865,557 | 446.4 |
| Retirement Services | FERCCA (P.L. 106-265) - Retirement | $1,182,615 | 7.0 |
| Strategic Objective 3.1 Total | $161,555,871 | 1,063.6 | |
Create a personalized USAJOBS experience to help applicants find relevant opportunities. By FY 2026, improve applicant satisfaction to 4.1 out of 5 for the desktop platform and to 4.5 out of 5 for the mobile platform.
Strategic Objective Owner: Erika Vega, Deputy Associate Director, HRS
Deputy Strategic Objective Owner: MC Price, Associate Chief Information Officer, OCIO
Strategies
- Conduct end-to-end user research on the applicant experience to drive development priorities and make USAJOBS refinements to improve satisfaction
- Increase stakeholder access to USAJOBS data to drive improvements to the Federal hiring process
- Collaborate with GSA’s login.gov team to improve the USAJOBS authentication experience
- Implement USAJOBS IT modernization efforts to leverage technology and process advancements
- Improve USAJOBS Voice of Customer sourcing and support mechanisms
FY 2024 and FY 2025 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Implement improvements to the seeker search experience | HRS, OCIO | FY 2024 |
| Upgrade the resume builder features | HRS, OCIO | FY 2024 |
| Conduct pilots and fully implement career exploration features that leverage data insights | HRS, OCIO, WPI | FY 2024 |
| Develop an agency evaluation approach to leverage qualitative and quantitative data to improve the customer experience | HRS, OCIO | FY 2024 |
| Implement authentication enhancements based on user feedback | HRS, OCIO | FY 2024 |
| Finalize the business case to move USAJOBS to the cloud | HRS, OCIO | FY 2024 |
| Drive improvements to better integrate Open Opportunities with USAJOBS | HRS, OCIO | FY 2024 |
| Expand the USAJOBS video series | HRS | FY 2024 |
| Conduct a comprehensive accessibility audit to establish baseline accessibility, inclusivity, and equity standards and performance measures across job seeker user groups | HRS, OCIO | FY 2025 |
| Evaluate the effectiveness of the similar jobs machine learning feature in presenting jobs to seekers that they find relevant as part of their job search | HRS, OCIO | FY 2025 |
| Implement an external-facing job trends dashboard to increase the availability of job trends information for agencies and recruiters to optimize recruitment efforts | HRS, OCIO | FY 2025 |
| Define the requirements for self-service customizable dashboards and reports so agencies can more easily access data to conduct analyses | HRS, OCIO, MSAC | FY 2025 |
| Conduct an evaluation of enhancements made to improve the Login.gov authentication experience | HRS, OCIO | FY 2025 |
| Rebuild the USAJOBS self-service online Help Centers in the OPM enterprise Content Management Solution to improve performance and allow for enhancements and updates that meet users' needs | HRS, OCIO | FY 2025 |
| Expand and enhance recruitment features, such as Resume Mining, Talent Pools, Talent Programs, and Talent Networks, available through the Agency Talent Portal to connect agencies with qualified candidates | HRS, OCIO, WPI | FY 2025 |
| Evaluate plain language across USAJOBS products to create strategies for improving and extending plain language in ways that address end users' needs and enhance existing products | HRS, OCIO, WPI, MSAC | FY 2025 |
| Expand Voice of the Customer activities to further personalize the USAJOBS experience to help job applicants find the right opportunity | HRS, OCIO | FY 2025 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Result | FY 2024 Target | FY 2025 Target |
|---|---|---|---|---|---|---|---|
| Average overall satisfaction score with USAJOBS (desktop) | _* | _* | 3.87 | 3.88 | 3.93^ | 3.99 | 4.04 |
| Average ease score (desktop) | _* | _* | 3.74 | 3.76 | 3.78^ | 3.80 | 3.83 |
| Average efficiency score (desktop) | _* | _* | 3.74 | 3.78 | 3.81^ | 3.80 | 3.83 |
| Average transparency score (desktop) | _* | _* | 4.16 | 4.18 | 4.31^ | 4.20 | 4.22 |
| Average website helpfulness score (desktop) | _* | _* | 3.84 | 3.84 | 3.86^ | 3.90 | 3.94 |
| Average trust score (desktop) | _* | _* | 3.75 | 3.74 | 3.79^ | 3.80 | 3.83 |
| Average effectiveness score (desktop) | _* | _* | 3.77 | 3.78 | 3.78^ | 3.81 | 3.84 |
| Average overall satisfaction score with USAJOBS (mobile) | _* | _* | 4.21 | 4.23 | 4.16^ | 4.27 | 4.38 |
| Average trust score (mobile) | _* | _* | 4.11 | 4.13 | 4.09^ | 4.18 | 4.23 |
| Average effectiveness score (mobile) | _* | _* | 4.11 | 4.14 | 4.04^ | 4.17 | 4.22 |
| Average ease score (mobile) | _* | _* | 4.09 | 4.12 | 4.06^ | 4.15 | 4.19 |
| Average efficiency score (mobile) | _* | _* | 4.08 | 4.09 | 4.01^ | 4.09 | 4.12 |
| Average transparency score (mobile) | _* | _* | 4.39 | 4.37 | 4.38^ | 4.45 | 4.48 |
| Average website helpfulness score (mobile) | _* | _* | 4.14 | 4.16 | 4.10^ | 4.20 | 4.22 |
Performance Budget Request by Objective, Organization and Fund – All Resources
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $9,845,846 | 0.0 |
| Office of the Chief Information Officer | Trust Fund Annual | $71,750 | 0.0 |
| Office of the Chief Information Officer | Common Services | $468,621 | 0.0 |
| Workforce Policy and Innovation | Salaries & Expenses | $138,041 | 0.5 |
| HR Solutions | Revolving Fund | $21,953,329 | 27.0 |
| Merit System Accountability & Compliance | Salaries & Expenses | $94,432 | 0.6 |
| Strategic Objective 3.2 Total | $32,572,019 | 28.1 | |
Create a seamless customer and intermediary experience across OPM’s policy, service, and oversight functions. By FY 2026, increase the average score for helpfulness of OPM human capital services to 4.5 out of 5.
Strategic Objective Owner: Ana Mazzi, Principal Deputy Associate Director, MSAC
Deputy Strategic Objective Owner: Reggie Brown, Principal Deputy Associate Director, HRS
Strategies
- Establish a customer experience infrastructure with the organizational power to coordinate agency efforts to create consistent, shared language, goals, and measures around customer experience, with the influence to require adherence
- Promote collaboration across programs when developing and issuing policy and providing guidance and services to agencies in a timely fashion
- Review and modify oversight evaluation methodology to incorporate strategic, data-driven, and performance-oriented evaluations that focus on Government-wide, systemic issues
- Create blended interpretation, technical assistance, consulting, learning, and oversight product and service offerings to meet agency needs across the talent lifecycle
- Deliver strategic support and guidance to agencies that are part of an expected, comprehensive catalog of services OPM typically provides
FY 2024 and FY 2025 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Pilot HR Data and digital products (e.g., "My Insights") for HR practitioners and employees to use | HCDMM, WPI, HRS | FY 2024 |
| Develop a process to identify opportunities for cross-collaborative guidance, support, and service for future surge hiring initiatives | WPI, HRS, MSAC | FY 2024 |
| Revise Succession Management Guide | WPI, MSAC, HRS | FY 2024 |
| Develop a Merit System Principles Maturity Model | MSAC, WPI, HRS, RS | FY 2024 |
| Review and provide agency feedback for the Human Capital Operating Plans | MSAC, WPI | FY 2024 |
| Refine and expand "Plan Do Check" model to include additional externally-facing OPM organizations to enhance agency customer experience | MSAC, WPI, HRS, HCDMM | FY 2025 |
| Develop a tool to assess agency maturity in Merit System Principles through a maturity model and standards | MSAC, WPI | FY 2025 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Result | FY 2024 Target | FY 2025 Target |
|---|---|---|---|---|---|---|---|
| Average score for helpfulness of OPM human capital services in achieving human capital objectives | _* | _* | 4.31 | 4.42 | 4.38 | 4.46 | 4.48 |
Note: This measure was previously tracked as percent of users throughout Government who agree that OPM human capital services are helpful in achieving their human capital objectives. The result for FY 2019 was 87.4 percent and the FY 2020 result was 92.5 percent.
Performance Budget Request by Objective, Organization and Fund – All Resources
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Workforce Policy and Innovation | Salaries & Expenses | $357,757 | 1.5 |
| HR Solutions | Revolving Fund | $222,028 | 0.6 |
| Merit System Accountability & Compliance | Salaries & Expenses | $5,358,914 | 32.6 |
| Merit System Accountability & Compliance | Trust Fund Annual | $28,026 | 0.2 |
| Merit System Accountability & Compliance | Advances & Reimbursements No Year | $59,973 | 0.4 |
| Human Capital Data Management and Modernization | Revolving Fund | $73,630 | 0.3 |
| Strategic Objective 3.3 Total | $6,100,328 | 35.6 | |
Transform the OPM website to a user-centric and user-friendly website. By FY 2026, achieve an average effectiveness score of 4 out of 5.
Strategic Objective Owner: Rina Shah, Senior Advisor for Transformation, Office of the Deputy Director
Deputy Strategic Objective Owner: Melvin Brown, Principal Deputy Chief Information Officer, OCIO; Laura Goulding, Deputy Director, OC
Strategies
- Strengthen customer engagement with OPM stakeholders during design, requirements development, and testing to improve system quality and adoption
- Create an OPM Digital Governance Board to advance the creation, maintenance, and update of digital tools across the agency
- Increase employee education on human-centered design principles, plain language, privacy, and accessibility to facilitate the creation of clear and consistent website program content and digital tools
- Use human-centered design principles to create a site that is designed for external customers (rather than for OPM program offices), helps customers efficiently obtain the information they need, and creates opportunities for feedback
- Migrate to a cloud hosted OPM.gov platform to allow for elasticity as demand increases or decreases, delivering a positive customer experience during peak usage
- Implement a modern content management platform to more easily update and maintain the content on OPM.gov
- Establish a unified approach to the development and maintenance of web content
FY 2024 and FY 2025 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Onboard OPM.gov development and customer experience teams | OCIO, RS, HRS | FY 2024 |
| Implement OPM.gov minimum viable product in Enterprise Cloud Environment to provide program offices more direct control over their own content | OCIO, OC, RS, OESPIM | FY 2024 |
| Conduct regular iterative testing of OPM.gov design with users to solicit feedback for specific features and future design | OCIO, RS, OESPIM | FY 2024 |
| Release new OPM.gov site at full operational capability | OD, OC, OCIO | FY 2025 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Result | FY 2024 Target | FY 2025 Target |
|---|---|---|---|---|---|---|---|
| Average effectiveness score | _* | _* | _* | _* | _* | Establish Baseline | Establish Baseline + .1 |
| Average ease score | _* | _* | _* | _* | _* | Establish Baseline | Establish Baseline + .1 |
Note: In FY 2023, OPM did not administer an OPM.gov customer experience survey. OPM began deployment of a new OPM.gov survey in FY 2024, the results of which OPM plans to publish in the next report.
Performance Budget Request by Objective, Organization and Fund – All Resources
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| HR Solutions | Revolving Fund | $132,937 | 0.7 |
| Office of Communications | Salaries & Expenses | $38,462 | 0.2 |
| Strategic Objective 3.4 Total | $171,399 | 0.8 | |
Footnote
In FY 2019, only Q3 and Q4 data was available.
Footnote
In FY 2023, only Q1, Q3, and Q4 data was available.
Footnote
In FY 2020, only Q1, Q3, and Q4 data was available.